Iron Horse 7: Core qualities define profession of arms

By Command Sgt. Maj. David M. Clark

Regional Command – South and 4th Infantry Division

It has been three months since I assumed responsibility as the command sergeant major for Regional Command – South and 4th Infantry Division.

During that time, I have had the opportunity to meet with Soldiers and leaders across the entire RC – South battle space, many of whom are training Afghan National Security Forces. I can say, with confidence, that our Soldiers are getting it done — advising the Afghans and setting them up for future successes. It’s important, though, that we also look inward and continue to coach, train and mentor our junior Soldiers. It is imperative during this time of transition that we continue to focus on the qualities and skills that made our Army the most capable, disciplined and professional volunteer fighting force in the world.

We are also the most educated, highly trained and best-equipped Army this nation has ever known. As part of this modern-day force, more is expected of us as Soldiers. We are professionals, ambassadors and representatives of the United States, both at home and abroad. It is the responsibility of leaders at all levels to instill in Soldiers the core qualities that define our profession of arms — commitment, competence, candor, compassion and courage. Without these qualities, or our adherence to the seven Army Values, we shortchange our Army and, more importantly, our Soldiers.

Our leaders also need to re-evaluate their role in the welfare of their Soldiers. The level of engagement between the leader and the Soldier ultimately determines whether or not that Soldier will learn, grow, mature and develop into a future leader.

There’s a phrase everyone knows: “Taking care of Soldiers.” If you ask 10 leaders, you’ll likely get 10 different answers. Though, the fundamentals of Soldier care have not changed — we train our troops to proficiency so they can successfully accomplish any and all missions, and we ensure good order and discipline within our ranks. There’s an expectation by some leaders and Soldiers that a job well done deserves time off or some special reward. Accolades and rewards should be reserved for the exceptional and superb — those who exceed the standard; not those who simply achieve it. Not everyone gets a trophy.

Leaders of all ranks need to be engaged in what our Soldiers are doing — on and off duty. We need to get back to the basics and ensure Soldiers’ needs are being met. This means, among other things, conducting challenging physical readiness training; conducting monthly performance and professional growth counseling; conducting hip-pocket training; reviewing LESs; ensuring health care needs are met; and conducting periodic checks on living conditions. This is what first-line supervisors do — leader engagement and leading with precision.

This is a time of change and uncertainty in our Army. We need to continue accomplishing the mission here in RC – South while ensuring we’re doing everything within our power, as leaders and Soldiers, to represent the Army and ourselves as the professionals we are. The Army is looking for the best and brightest — it’s time to step up or step out. Let’s get after it.